It’s an organization’s North Star that enables agility in times of change and transformation. We all know that in today’s business world it’s essential to stay flexible and be agile. Here is a portion of Jan Bruce’s take on the importance of a clear sense of purpose in enabling agility. Jan is the CEO and co-founder of meQuilibrium, the only human capital management platform based on the science of resilience, writing here for Forbes.

“To build and lead an agile organization, it’s crucial that senior leaders develop new mind-sets and capabilities to transform themselves, their teams, and the organization.” Self evident in our view but in this case articulated well by the denizens of consulting McKinsey. Here is there article complete with comprehensive downloadable pdfs that go into detail of just how important Agile Leadership has become. Don’t take our word for it, deep dive into the thought leaders’ analysis. But we do like it when the establishment are now realising what we have been saying for years! For many organizations, surviving and thriving in today’s environment depends on making a fundamental transformation to become more agile.

Alessandro Di Fiore, writing here for HBR, has tackled the misnomer that agile is somehow lest robust, or that planning is obsolete in an agile strategic planning approach such as Stragile. She points out that many say, “Now, strategic planning has fallen out of favor. In the face of relentless technological change, disruptive forces in industry after industry, global competition”, and so on, planning seems like pointless wishful thinking. Alessandro argues the counter.

Nothing is more frustrating than having a great planning session and coming up with a breakthrough plan for the quarter, only to have the team fall short on their targets. This shortcoming not only means lost time and increased risks, it’s hard on team morale,...

Nearly every metaphor for corporate success has one thing in common: teamwork. From row boats, to orchestras, to well-oiled machines, every well-tread analogy acknowledges the power of collaboration. Why? Organizational cohesion and collaboration are critical to success. Great insights from Kirsten Blakemore Edwards (@KirstenBeMe), MA CPCC, Executive Facilitator at Partners In Leadership, writing here for Inc. These criteria are intrinsically aligned to the methodology of our Strategic Planning system “Stragile”. So how do you create this culture of collaboration in the first place? It starts with accountability. Get accountability right, and you get everything right. Here’s how:

“I think it’s pretty fair to say that most of us want to be considered a successful leader. However, what worked in the past won’t work now. Rapid change requires agile leaders who think differently and can adapt to the changing times”, says Performance Strategist, Laura Garnett, writing for Inc. We agree wholeheartedly!

Did you know 66% of millennials plan to leave their current employer by 2020? Or that 72% of CEOs are worried about their ability to attract and retain talent with the right skills? These are just a few of the startling statistics facing today’s small business owners, startup founders, and corporate executives.

As another year turns over on the calendar, we venture deeper and deeper into the world of digital — moving closer to a time when machines and people work in tandem to solve business problems, make life easier and generally change the world. Here are some great...

Research has shown that only about 8% of company leaders excel at both strategy and execution. Leaders who master both strategy and execution start by building a bold but executable strategy, addressing the questions “What are we great at?” and “What are we able to achieve?” rather than coming up with lofty plans and asking functional and business-unit teams to do their best to execute. Next, leaders must ensure that the company is investing behind the change, which means linking the budget closely to the strategy.

When you embark on a new strategic journey to sustain and grow your organization in an uncertain world, what do you prioritize? If you’re like most of the leaders we know, you start with organizational structure and processes. We asked 80 senior executives from 20 countries and 25 industries where they focus their attention throughout strategic execution.